零售業(yè)沒希望了？亞馬遜真要橫掃零售行業(yè)？
未必。零售業(yè)的高管認為，只要零售商不忘客戶所需，謹記本行業(yè)立命之本，就不會有那一天。
設想一下，如果一家服裝店的試衣間非常簡陋——鏡子照出的人相都是歪的，燈光像監(jiān)獄里一樣昏暗，顧客肯定感覺奇差。還有些思想超前的零售商布置一堆先進設施，反而影響了購物體驗。
今年在洛杉磯舉行的《名利場》新企業(yè)峰會期間，美國環(huán)保時裝品牌Reformation創(chuàng)始人兼首席執(zhí)行官艾爾·阿弗拉洛出席了財經媒體CNBC記者朱莉婭·布爾斯廷主持的一場座談會。阿弗拉洛參與討論時表示：“我覺得服裝零售店真的不行了。門店運用的很多技術只是讓人眼花繚亂而已。不少店家提供所謂智能化的鏡子，但許多顧客只是需要正常的，照起來漂亮的鏡子。”
我們知道，消費者喜歡網頁上詳細的介紹。為什么實體店做不到？“銷量高的店如何向客戶提供給高端的體驗？”阿弗拉洛這樣思考。
美國奢侈百貨Barneys New York的首席執(zhí)行官丹妮艾拉·維塔萊說，關鍵是要提供全方位服務?！拔覀兩硖幍脑僖膊恢皇橇闶蹣I(yè)了，”她指出，“而是娛樂、服務、酒店、個性化服務甚至飲食……跟以往相比新體驗一定要煥然一新，我認為這是當前整個行業(yè)缺失的東西?！?/p>
維塔萊堅稱，實體店并沒有死，“活得好好的”，但顧客邁進實體店需要充分的理由。她說：“我們要變成更依賴數據驅動的公司。我們自以為很清楚什么最適合客戶，但手頭的數據太過龐雜”，很難利用好數據為決策服務。換句話說，需要個性化服務?！艾F在流行的是不僅向客戶展示，還得深入了解客戶的文化，”她指出，“亞馬遜是無所不包，可我們跟客戶建立的是一對一關系”，這就足夠確保零售商活下去。如果顧客剛買了一條黑牛仔褲，就別再繼續(xù)推銷牛仔褲，想辦法要賣出一件搭配的白T恤。維塔萊說：“對我們來說留住（客戶）是最重要的?！?/p>
法國連鎖化妝品店鋪品牌絲芙蘭美國子公司的總裁兼首席執(zhí)行官凱文·麥當勞表示贊同。他說：“如果只跟客戶維持交易的關系，很亞馬遜和其他公司很容易就能吞掉你。”跟客戶建立情感聯系，零售商才能在客戶心目中擺脫商品化的標簽?！凹偃缒茏龅?，實體店就有存在的意義，”他說，“如果不能，你就有麻煩了?！保ㄘ敻恢形木W）
譯者：Pessy
審稿：夏林
Is retail dead? Will Amazon crush everyone?
No, according to industry executives—not if retailers remember what customers want and what makes them special.
Consider the lowly dressing room at an apparel store. Most make you feel terrible—the mirror is warped, the lighting is no different than that of a prison, and at forward-thinking retailers, the gadgetry gets in the way of good time.
“I feel like apparel retail shopping is really broken,” said Yael Aflalo, founder and CEO of Reformation, during a panel discussion moderated by CNBC’s Julia Boorstin at the Vanity Fair New Establishment Summit in Los Angeles. “A lot of technology that’s been implemented in stores is just razzle-dazzle. A lot of people are offering smart mirrors and a lot of people want dumb, flattering mirrors.”
We know that people love the specificity of information you can get online. Why can’t you achieve that at a bricks-and-mortar store? “How do you make a high-volume store experience high-end?” Aflalo mused.
Daniella Vitale, CEO of Barneys New York, said it’s a matter of taking a holistic approach. “We’re not in the business of just retail anymore,” she said. “We’re in the business of entertainment, service, hospitality, personalization, food even…it really needs to be a different kind of experience now, and that’s something I think is lost on our entire industry.”
Bricks and mortar is not dead—“it’s quite alive,” Vitale insisted—but customers need a reason to cross the threshold of a physical retail store. “We need to become a much-more data driven company,” she said. “We think we know what’s best for our customer but we have so much data” to better inform our decisions. In other words: personalization. “It’s a very show-me, know-me culture right now,” she said. “Amazon is Amazon, but that one-on one-relationship we have” is going to help retailers survive. Don’t sell a pair of black jeans to someone who just bought them—sell them a complementary white t-shirt instead. “The retention piece is the most important for us,” Vitale said.
Calvin McDonald, president and CEO of Sephora Americas, agreed. “If you are stuck in a transactional relationship with your clients you are going to get eaten up by Amazon and other companies easily,” he said. An emotional connection will help the retailer resist being a commodity. “If you can answer that statement, there’s purpose for your physical location,” he said. “If you can’t, you’re in trouble.”
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